Andrew C. G. Henderson

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  • T Th, Edward J Zajac, James D Westphal, Randy Beatty, Ranjay Gulati, Andrew Henderson +4 others
  • 2005
conomic and organizational sociologists have devoted increased scholarly attention to processes of institutionalization, or mechanisms by which organizational structures, policies , and practices acquire social legitimacy and ultimately become taken-for-granted as normatively appropriate in a population. From a neoinstitutional perspective, organizational(More)
  • Michael L Mcdonald, James D Westphal, Andrew Henderson, Monica Higgins, Timothy Pol-Lock, Gerard Sanders +4 others
  • 2008
and the anonymous ASO reviewers for their constructive feedback and suggestions. This paper theorizes that relatively poor firm performance can prompt chief executive officers (CEOs) to seek more advice from executives of other firms who are their friends or similar to them and less advice from acquaintances or dissimilar others and suggests how and why(More)
  • James D Westphal, Marc-David L Seidel, Katherine J Stewart, Gerald Davis, Arent Greve, Henrich Greve +6 others
  • 2008
ley. We also thank Christine Oliver and three anonymous reviewers for their valuable comments on earlier drafts. This study examines whether board interlock ties facilitate second-order imitation, in which firms imitate an underlying decision process that can be adapted to multiple policy domains, rather than imitating specific policies of tied-to firms(More)
The Kalahari features a long-lived lacustrine system which may exist since the Early Pleistocene. The emergence of an extant cichlid fish radiation from this (palaeo-) lake during the Middle Pleistocene indicates an ancient lake character. The early history of the system remains speculative, but it is established that lake extensions matching modern Lake(More)
managers is used to examine how executives may use interpersonal influence behavior to prevent powerful institutional investors from using their coercive power to force changes in corporate governance and strategy. We theorize that high levels of institutional ownership may prompt CEOs to engage in interpersonal influence behavior in the form of(More)
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